Investigation of relationship between quality of working life and organizational commitment of nurses in teaching hospitals in Tabriz in 2014.

The current research aimed to investigate the link between the quality of working life and the systematic commitment of nurses in the teaching hospitals in Tabriz. The methodology used was functional regarding the purpose and the proportional allocation as far as the stratified sampling method was concerned. The study population consisted of all the nurses in Tabriz. The instrument used in this study was a standard questionnaire, whose reliability was approved in national and international studies. Also data were collected and inserted into SPSS 20 software and a statistical analysis was performed. The results showed that the individuals' quality of working life had a direct effect on their action in the organization.


Introduction
One of the factors affecting the performance of human resources in the hospital is having systematic commitment. Systematic commitment was described in various methods such as other systematic behavior. Porter and colleagues (1974) [1] defined the organizational commitment as accepting the organization's values and engaging in the organization, and knowing that its measurement criteria include motivation, desire to continue working and acceptance of the values of the organization. Allen and Meyer (1977) [4,10] defined organizational commitment as a kind of mental state which indicated the desire and need or requirement to continue serving in an organization. From their perspective, the organizational commitment includes emotional commitment, continued commitment, and normative commitment [2]. The most common way of dealing with the systematic commitment is that, the organizational commitment is considered a feeling attachment to a systematic, or stated as a loyalty sense to the system [1]. Based on the theories, a committed person (who had the least emotional commitment) did not merely have a physical presence in the organization, but tried, in the interest of the organization [3]. The presence of committed manpower showed that the image of the organization is important in the society, providing the background for the organization's growth and development [4]. The direct effect of systematic commitment on the systematic action has been confirmed in many studies. There are many people who are less committed going out and being absent from work [1]. The quality of working life programs involves any enhancement in the systematic behavior that promotes the excellence and growth of the employees in the organization [5]. One of the most important issues in human resource management in organizations is providing needs and motivating people to enhance the quality of their work [6]. On the other hand, meeting the needs of staff leads to an improvement and long-term efficiency [5]. The organization that attends the quality of working life of its employees will benefit from having a committed workforce and the commitment of the workforce means a higher productivity of workforce [2].
The quality of working life is a series of actions and revisions that provide their long-term interests of individuals, organizations and society scholar through improved working conditions, job enrichment, employee empowerment and enhancement of their knowledge, insight and professional skills [3,7].

Theoretical Foundations and research background Theoretical Foundations Definition of quality of working life
The quality of working life represents the reactions of the employees towards work, in particular individual consequences of the job satisfaction and mental health. The quality of working life is the employees' ability to satisfy important personal needs by using the experiences gained in that organization, this definition strictly emphasizing on creating an environment which leads to the satisfaction of the needs of individuals.

Components of Walton quality of working life
Walton has set a model to explain the quality of working life: 1. Good and adequate payment: identical payment for identical job and also suitability of payments in terms of social norms and standards of workers as well as its suitability for other types of work; 2. Healthy and secure conditions: the creation of safe physically working conditions and the determination of reasonable working hours; 3. Supplying chances for continuous security and growth: supplying background for the improvement of individual ability, opportunities for advancement, chances to employ the needed experiments and secure income and employment; 4. Legality in the organization: to provide freedom of speech without any problem of an official reaction and domination of penetrating the rule of law through man; 5. The social dependence of working life: perception (understanding) way of employees; 6. The general atmosphere of life: generation of balance between the working life and the rest of life parts including education, leisure, and family; 7. Integration and social cohesion in the organization of work: creating the right working atmosphere, that strengthens the sense of relating to the system's workspace and that, they are required by the organizations. 8. Development of human capabilities: the availability of chances like self-control and independence within the job, advantage of the diverse experiments and receiving information related with job [8].

Types of organizational commitment
Allen and Meyer (1997) believed that the commitment links the individual to the organization and this link will reduce the probability of turnover (Meyer and Herskovic, 2002). They have provided three components for the organizational commitment: 1. Emotional commitment: including an emotional link between the employees and the organization, so that people could introduce themselves to their organization. 2. The continuous commitment: according to this commitment, an individual calculates the cost of leaving the organization. In fact, one wonders what costs will be incurred if you leave the organization. In fact, people who are committed in a continuous form are people who stay in the organization because they need to stay. 3. Normative commitment: In this form, an employee feels that he should stay and this decision is the right action [9].

Research background
In a study entitled "The analysis of the link among systematic commitment, job satisfaction, and happiness", Kamalizadeh, Khosravi and Soghad (2012) investigated the relationship between organizational commitment, quality of working life and happiness in the nursing staff of Namazi Hospital in Shiraz. The research method was descriptive correlational, and the community included all the nurses of Namazi Hospital, 200 of these being chosen with the available sampling method.  (2000), it was shown that the employee satisfaction leads to happiness and an increase in the quality of working life, and it could have an effect on the organizational commitment. According to the discussions, three hypotheses and a research question were developed, each of them being analyzed [10].

Research hypothesis
1-The main theory: there was a link between the quality of working life and the commitment of systematic of nurses of Tabriz teaching hospitals. 2-Subsidiary hypothesis 1: there was a link among QWL (1-fair pay 2-legalism 3-supplying chances for sustainable safety and growth 4social dependence 5-development of the individual abilities 6-general workspace 7environmental safety 8-and social integration) and the organizational commitment of nurses in teaching hospitals in Tabriz. 3-Subsidiary hypothesis 2: There was a difference in the mean score of systematic commitment and its sizes regarding the demographic variables of gender group, marital status, age, work experience group, and working in a hospital of nurses in the teaching hospitals in Tabriz.

Research methodology
This is a descriptive study performed in a crosssectional form and, given the nature of the research, the stratified sampling method was used in the form of proportional allocation. The instruments used in this research were two-page questionnaires, whose reliability and validity has been proven already. Finally, the data were collected and inserted into SPSS 20 software and were analyzed by using this software.

a. Evaluation of descriptive information of people participating in the study
The table below shows that the average age of nurses was of approximately 35 and the amount of work experience was 11. The results in Table 2 show that the participation of most nurses in the study was from Imam Reza Hospital, the lowest being associated with Taleghani and the sample selection was made based on the proportional allocation to population size.  The results showed that most of the nurses were women. Approximately 50% of the nurses had between 5 and 15 work experience and the remaining 45 percent was distributed in a high record, recording low groups almost equally. 100.0 227 Total The following results show that most participants in the study were married.

Descriptive indicators of the quality of life and the organizational commitment variables
The results showed that the average quality of life of nurses was 32% and, according to their comments, their level of organizational commitment was 42%. In any case, the individual commitment was slightly higher than the quality of life, which may represent individual responsibility. Other indicators also showed that the values of the two variables did not have further changes and fluctuations and the approximate values were around their average value.  Table 9 shows Kolmogorov-Smirnov and Shapiro-Wilk test statistics to determine the normality of the data. The results showed that the variables of the quality of life and the organizational commitment have deviations from the normal distribution. This deviation from the normal state did not visually seem very clear in Fig. 1-5.  Fig. 1 shows the scattering plot of the quality of working life of nurses regarding the organizational commitment. As Louis curve and value showed, there was an upward trend in the organizational commitment with an improvement of the quality of life. Regarding this, it was necessary that the slope of the upward trend of the organizational commitment were sharp towards the quality of life, of 30%, being relatively adjusted at higher values, this indicating that the lower quality of life had an important role in increasing the organizational commitment. Table 10 shows Pearson and Spearman's correlation coefficient in confirming a clear direct link between the quality of life and the systematic commitment.

Linear model of the effect of the quality of life on the systematic commitment of nurses at workplace
In order to study the effect of the quality of life on an organizational commitment, a simple linear regression models was fitted to the data. The results showed the effectiveness of the quality of life on the organizational commitment.  The results of Table 12 indicated that on average, by increasing each percent on the quality of life of nurses, a 0.59 percent is added to the organizational commitment.

Investigation of the relation between different dimensions of quality of life
To evaluate the quality of life, a second-order factor analysis relational model was provided and it was shown in Fig. 2. The most important evaluation index was CFI, whose value was a bit higher than 0.95 of an ideal model. The value obtained from fitting the model on the data of this study was of approximately 0.71. Although it did not show an ideal model, the above value was considered a good value for the assessment of the model. Basically, the values of less than 0.5 indicated a worthless model. These results showed that with little or no modification in the model structure a valuable model could be achieved. This required an exploratory factor analysis that had to be performed in another study. In this model, in addition to the assessment of the whole model, the role of each variable in determining the quality of life variables could be examined. The results on the output of EQS6 software indicated a significant positive effect of each variable in determining the variable of the quality of life, which, due to the high volume, results have not been listed here. However, given that the software showed impact coefficients on the graph and indicated their significance by putting an asterisk on the coefficient, the effects of the graph could be evaluated. Fig. 3 shows the significance of measuring the organizational commitment and its dimensions of all the questions. Also, the effect of each variable and its significance are shown in Fig. 3.     Table 14 shows that the organizational commitment in both genders is not significant. Similarly, organizational commitment of the two groups of single and married were evaluated and the results showed no significant difference.

Comparison of organizational commitment for each hospital
The results of Table 15 showed that the organizational commitment of nurses in each hospital had a significant difference (P-value <o.ooo1). The follow-up tests also showed that the organizational commitment of nurses in Imam Reza Hospital was different from Madani (P-value <o.ooo1) and Sina (P-value = .006). Table 16 and Fig. 5 showed that the organizational commitment was not different in different age groups.

Comparison of organizational commitment based on the working experience group
The results also showed that the level of the organizational commitment in different working experience groups did not differ significantly (P-value = 0.084).

Interpretation of results
The results showed that the quality of working life had a direct effect on their action in the organization. Therefore, the lack of attention to the quality of working life decreases the employee's morale and increases absenteeism, turnover and psychological stress. Also, providing a quality of life of vulnerable people further guarantees an increase in the organizational commitment of this group of people at their workplace. Its importance shows the need to investigate the correlation between the nurses' quality of working life and the systematic commitment.